Group members:Haneen Ghanem, Salwa Hawash, Ayah Hasan, Raneen Mlhem informal organization التنظيم الغير رسمي
external image pic_services.jpg
على الرغم من الأهمية الكبيرة التي يتميز بها موضوع التظيم غير الرسمي, إلا أنه لم يحظ بالعناية الكبيرة من طرف الباحثين والدارسين في علم الاجتماع.ولعل الفضل الكبير في اكتشاف التنظيم غير الرسمي يعود إلى تلك الأبحاث التي أجراها "إلتون ماثيو" في العشرينات من القرن الماضي بمصانع هاثورون حيث اكتشف جماعات العمل غير الرسمية ,وتأثيرها على المنظمة بصورة عامة..وتأتي أهمية التنظيم غير الرسمي من وجوده في كل المجتمعات والمؤسسات, ويتمثل في نشاط الأفراد الذين يتفاعلون بصورة فوضوية مهتزة, بل يدخلون في تفاعلات وعلاقات منظمة نسبيا ,يمكن قياسها, والتوصل الى نتائج موضوعية عنها, وسوف نحاول نحن الكشف عن تلك العلاقات الممثلة والتنظيم غير الرسمي, ومعرفة أسباب نشأتها ومكوناتها.
Theinformal organization is - The interlocking social structurethat governs how people work together in practice. - It is the aggregate of behaviors, interactions, norms, personal and professional connections through which work gets done and relationships are built among people who share a common organizational affiliation or cluster of affiliations. - It consists of a dynamic set ofpersonal relationships, social networks, communities of common interest, and emotional sources of motivation. - The informal organization evolvesorganically and spontaneously in response to changes in the work environment, the flux of people through its porous boundaries, and the complex social dynamics of its members.
Tended effectively, the implicit structure, the informal organization complements the more explicit structures, plans, and processes of the formal organization: it can - accelerate and enhance responses to unanticipated events, - foster innovation, - enable people to solve problems that require collaboration across boundaries, and - create footpaths showing where the formal organization may someday need to pave a way.
external image _new_organizational.bmp.jpg
Key characteristics of the informal organization:
evolving constantly
dynamic and responsive
excellent at motivation
requires insider knowledge to be seen
treats people as individuals
flat and fluid
cohered by trust and reciprocity
difficult to pin down
essential for situations that change quickly or are not yet fully understood
Benefits of the informal organization ... Although informal organizations create unique challenges and potential problems for management, they also provide a number of benefits for the formal organization.
1- Blend with formal system
Formal plans. policies, procedures, and standards cannot solve every problem in a dynamic organization; therefore, informal systems must blend with formal ones to get work done.
2- Lighten management workload
Managers are less inclined to check up on workers when they know the informal organization is cooperating with them. This encourages delegation, decentralization, and greater worker support of the manager, which suggests a probable improvement in performance and overall productivity.
3-Fill gaps in management abilities
For instance, if a manager is weak in financial planning and analysis, a subordinate may informally assist in preparing reports through either suggestions or direct involvement. '
4-Encourage improved management practice
Perhaps a subtle benefit of informal groups is that they encourage managers to prepare, plan, organize, and control in a more professional fashion. Managers who comprehend the power of the informal organization recognize that it is a "check and balance" on their use of authority. Changes and projects are introduced with more careful thought and consideration, knowing that the informal organization can easily kill a poorly planned project.
5- Understanding and Dealing with the Environmental Crisis
Perpetuation of values and lifestyle causes informal groups to become overly protective of their "culture" and therefore resist change.
Role conflict.
The quest for informal group satisfaction may lead members away from formal organizational objectives. What is good for and desired by informal group members is not always good for the organization. Doubling the number of coffee breaks and the length of the lunch period may be desirable for group members but costly and unprofitable for the firm. Employees' desire to fulfill the requirements and services of both the informal group and management results in role conflict. Role conflict can be reduced by carefully attempting to integrate interests, goals, methods, and evaluation systems of both the informal and formal organizations, resulting in greater productivity and satisfaction on everyone's behalf.
Rumor
The grapevine dispenses truth and rumor with equal vengeance. Ill-informed employees communicate unverified and untrue information that can create a devastating effect on employees. This can undermine morale, establish bad attitudes, and often result in deviant or, even violent behavior.
Conformity
Social control promotes and encourages conformity among informal group members, thereby making them reluctant to act too aggressively or perform at too high a level. This can harm the formal organization by stifling initiative, creativity, and diversity of performance.
formal VS. informal organizations
Enterprise architecture necessarily differentiates between formal and informal organizations. Because most organizations are unable to meet all of the challenges they face with only the coalitions of individuals shown on an organization chart, informal groups are chartered or arise to meet the challenges that were not foreseen when the organization chart was created.
Differences:
1. The formal Organization refers to the formal relationships of authority and subordinates withing a company. While the informal organization refers to the network of personal and social relations that is developed spontaneously between people associated with each other.
2. The primary focus of the formal organization is the position of the employee/manager holds. While the primary focus of the informal organization is the employee as an individual person.
3. Power is delegated from the top levels of the management down to the organization. In an informal organization power is derived from the membership of the informal groups within the organization.
4. In formal Organization, each position has rules governing what can be done or what cannot be done. There are rewards and penalties for complying with these rules and performing duties as well. While in an informal organization, the conduct of individuals within organization is governed by norms that is social rules of behavior.
external image FormalvInformal.jpg
:عوامل نشوء التنظيم غير الرسمي القرب المكاني: ويعتبر من أهم العوامل التي تساعد في تلاقي العمال ويدعم الاتصال بينهم ويساعد على نشوء علاقة بينهم ذلك لأن الأشخاص الذين يعملون في مكان واحد يتجهون إلى الاشتراك معاً في التنظيمات غير الرسمية
التشابه الوظيفي: يؤدي تشابه الوظائف التي يقوم بها العامل وتماثلها إلى تشكيل تنظيمات غير رسمية.فالعمال المهرة يميلون الى تشكيل تنظيمات مع بعضهم غير التنظيمات التي يشكلها العمال غير المهرة, وكذلك التخصصات الوظيفية فعلى سبيل المثال يميل عمال المكيانيك إلى عمل جماعات معاً وكذلك عمال النظافة وغيرهم.
السن والأقدمية: حيث أن العمال الشباب يشكلون تنظيمات غير رسمية خاصة بهم, وذلك لأن ثقافة وتقاليد المسنين تختلف عن ثقافة الشباب ومن الممكن أن يحدث صراع في القيم والمعايير لأن الكبار في بعض الاحيان يظنون أن مكانتهم فوق غيرهم من العمال أو حديثي العهد.
المكانة الاجتماعية: هي الدرجة التي يحصل عليها الفرد باعتباره عضواً في المجتمع وعضواً في جماعة العمل وبناءاً عليه يتم تكوين تنظيمات وجماعات غير رسمية.
:الشللية والنخبوية الشلة :هي عبارة عن مجموعة يتراوح عددها من 8 إلى 9 أفراد متفقين بالآراء والأفكار وغالباً ما يكون لهم زعيم وتثمل الشلة وجهاً آخر للعلاقة ودعم الأفكار المتبادلة التي لا تحتكم إلى الخطأ والصواب بل يقود احتكامها إلى الانتماء إلى الشلة.
والشللية تقوم على المعارف والأصدقاء فتقوم مجموعة من الأفراد بتأسيس شلة خاصة بهم وتكون لهم أفكار وآراء معينة, ويكون هدفهم الوحيد في غالب الأحيان نقد أعمال الغير وإحباطهم.
وتصبح القرارات في المؤسسة مبنية على المصالح المتبادلة وتسود نوع من الحرب الباردة تكون على الاختصاصات والمزايا والمواقع وغيرها. وبالتالي يختفي العمل الجماعي في المؤسسة والعلاقة التكاملية بين الإدارة والعاملين. وهذه البيئة لن تكون مشجعة على الإبداع والانتماء ويتحول المبدع إلى محبط والمبادرة إلى سلبية والحماس إلى اللامبالاة.
النخبوية :هي مرحلة متقدمة من الشللية, حيث تكون الشلة أنانية, ثائرة, واستعلائية وترى أنها الأقدر على قيادة جميع أفراد المؤسسسة والتعبير عن مصالحهم وأنها الوحيدة المهيأة لتحقيق أهداف الموظفين ورغباتهم.
ومن فوائد النخبوية أنها تحد من تكوين تيارات معارضة لنظام المؤسسة وتحث على التنوع والابداع ولو لفترة قصيرة, لأن ذلك يلبي اهدافها المستقبلية ولكن بنفس الوقت ممكن ان تحد من حرية الأفراد وخاصة الغير منتمين إليها وتفرض ارائها ونظامها على الجميع.
Functions of Informal in
Formal Organizations
qCommunication (which is largely informal)
qCreates cohesiveness and integration
qFacilitates in creating “social” conditions that encourage willingness to work, by adding social motives
qCreates a feeling of independence as informal interactions are not governed by formal rules and authority
qProtects individual personality and character against negative (or corrupt) organizational influences
qInformal organizations play a significant role in the development of an organizational culture, that is the aggregate of the values, norms and attitudes of its people Conceptual Application and Related Themes A public administrator should understand and harness the social forces in the organization to the advantage of the system
To shape and guide values in the system, utilizing informal organizational concepts
Can fight against corrupt practices by encouraging developing positive informal organizations
Systems theory – recognizing the influence of components on each other, on the system and vice versaReinforced by research in social-psychology and sociologyRecognition in modern organizational theory, of the relatively informal roles of champions and agents for changefor significant organizational purposes Examples
Six senior most supreme court judges refused to take oath under LFO. All were “sacked”. The informal organization protected their individual morality from the corrupt influences of the formal system.Organizational workers in Australia as a protest vowed to strictly “go by the book”, paralysing business activity – signifies the role of informal behaviour for organizational well being, even in routine formal matters.Informal cooperation in govt. institutions among corrupt public servants, protecting both individual and group interestsThe institution of prophethood, initially emerges as an informal organization within a social structure. After substantial growth, the institution becomes complex, and thus becomes formalized, thereby creating several other formal organizations and institutions - e.g. mosque, madrissa, shariah, fiqha, salat, zakat etc.
Group members:Haneen Ghanem, Salwa Hawash, Ayah Hasan, Raneen Mlhem
informal organization التنظيم الغير رسمي
على الرغم من الأهمية الكبيرة التي يتميز بها موضوع التظيم غير الرسمي, إلا أنه لم يحظ بالعناية الكبيرة من طرف الباحثين والدارسين في علم الاجتماع.ولعل الفضل الكبير في اكتشاف التنظيم غير الرسمي يعود إلى تلك الأبحاث التي أجراها "إلتون ماثيو" في العشرينات من القرن الماضي بمصانع هاثورون حيث اكتشف جماعات العمل غير الرسمية ,وتأثيرها على المنظمة بصورة عامة..وتأتي أهمية التنظيم غير الرسمي من وجوده في كل المجتمعات والمؤسسات, ويتمثل في نشاط الأفراد الذين يتفاعلون بصورة فوضوية مهتزة, بل يدخلون في تفاعلات وعلاقات منظمة نسبيا ,يمكن قياسها, والتوصل الى نتائج موضوعية عنها, وسوف نحاول نحن الكشف عن تلك العلاقات الممثلة والتنظيم غير الرسمي, ومعرفة أسباب نشأتها ومكوناتها.
The informal organization is
- The interlocking social structurethat governs how people work together in practice.
- It is the aggregate of behaviors, interactions, norms, personal and professional connections through which work gets done and relationships are built among people who share a common organizational affiliation or cluster of affiliations.
- It consists of a dynamic set ofpersonal relationships, social networks, communities of common interest, and emotional sources of motivation.
- The informal organization evolvesorganically and spontaneously in response to changes in the work environment, the flux of people through its porous boundaries, and the complex social dynamics of its members.
Tended effectively, the implicit structure, the informal organization complements the more explicit structures, plans, and processes of the formal organization: it can
- accelerate and enhance responses to unanticipated events,
- foster innovation,
- enable people to solve problems that require collaboration across boundaries, and
- create footpaths showing where the formal organization may someday need to pave a way.
Key characteristics of the informal organization:
Benefits of the informal organization ...
Although informal organizations create unique challenges and potential problems for management, they also provide a number of benefits for the formal organization.
1- Blend with formal system
Formal plans. policies, procedures, and standards cannot solve every problem in a dynamic organization; therefore, informal systems must blend with formal ones to get work done.
2- Lighten management workload
Managers are less inclined to check up on workers when they know the informal organization is cooperating with them. This encourages delegation, decentralization, and greater worker support of the manager, which suggests a probable improvement in performance and overall productivity.
3-Fill gaps in management abilities
For instance, if a manager is weak in financial planning and analysis, a subordinate may informally assist in preparing reports through either suggestions or direct involvement. '
4-Encourage improved management practice
Perhaps a subtle benefit of informal groups is that they encourage managers to prepare, plan, organize, and control in a more professional fashion. Managers who comprehend the power of the informal organization recognize that it is a "check and balance" on their use of authority. Changes and projects are introduced with more careful thought and consideration, knowing that the informal organization can easily kill a poorly planned project.
5- Understanding and Dealing with the Environmental Crisis
The The IRG Solution - hierarchical incompetence and how to overcome it1984, argued, that Central media and government type hierarchical organizations. could not adequately understand the environmental crisis we were manufacturing, or how to initiate adequate solutions. It argued that what was required, was the widespread introduction of informal networks or Information Routing Groups which were essentially a description of social networking services prior to the internet.
The Disadvantages of Informal Information :
Resistance to change
Perpetuation of values and lifestyle causes informal groups to become overly protective of their "culture" and therefore resist change.
Role conflict.
The quest for informal group satisfaction may lead members away from formal organizational objectives. What is good for and desired by informal group members is not always good for the organization. Doubling the number of coffee breaks and the length of the lunch period may be desirable for group members but costly and unprofitable for the firm. Employees' desire to fulfill the requirements and services of both the informal group and management results in role conflict. Role conflict can be reduced by carefully attempting to integrate interests, goals, methods, and evaluation systems of both the informal and formal organizations, resulting in greater productivity and satisfaction on everyone's behalf.
Rumor
The grapevine dispenses truth and rumor with equal vengeance. Ill-informed employees communicate unverified and untrue information that can create a devastating effect on employees. This can undermine morale, establish bad attitudes, and often result in deviant or, even violent behavior.
Conformity
Social control promotes and encourages conformity among informal group members, thereby making them reluctant to act too aggressively or perform at too high a level. This can harm the formal organization by stifling initiative, creativity, and diversity of performance.
formal VS. informal organizations
Enterprise architecture necessarily differentiates between formal and informal organizations. Because most organizations are unable to meet all of the challenges they face with only the coalitions of individuals shown on an organization chart, informal groups are chartered or arise to meet the challenges that were not foreseen when the organization chart was created.
Differences:1. The formal Organization refers to the formal relationships of authority and subordinates withing a company. While the informal organization refers to the network of personal and social relations that is developed spontaneously between people associated with each other.
2. The primary focus of the formal organization is the position of the employee/manager holds. While the primary focus of the informal organization is the employee as an individual person.
3. Power is delegated from the top levels of the management down to the organization. In an informal organization power is derived from the membership of the informal groups within the organization.
4. In formal Organization, each position has rules governing what can be done or what cannot be done. There are rewards and penalties for complying with these rules and performing duties as well. While in an informal organization, the conduct of individuals within organization is governed by norms that is social rules of behavior.
:عوامل نشوء التنظيم غير الرسمي
القرب المكاني:
ويعتبر من أهم العوامل التي تساعد في تلاقي العمال ويدعم الاتصال بينهم ويساعد على نشوء علاقة بينهم ذلك لأن الأشخاص الذين يعملون في مكان واحد يتجهون إلى الاشتراك معاً في التنظيمات غير الرسمية
التشابه الوظيفي:
يؤدي تشابه الوظائف التي يقوم بها العامل وتماثلها إلى تشكيل تنظيمات غير رسمية.فالعمال المهرة يميلون الى تشكيل تنظيمات مع بعضهم غير التنظيمات التي يشكلها العمال غير المهرة, وكذلك التخصصات الوظيفية فعلى سبيل المثال يميل عمال المكيانيك إلى عمل جماعات معاً وكذلك عمال النظافة وغيرهم.
السن والأقدمية:
حيث أن العمال الشباب يشكلون تنظيمات غير رسمية خاصة بهم, وذلك لأن ثقافة وتقاليد المسنين تختلف عن ثقافة الشباب ومن الممكن أن يحدث صراع في القيم والمعايير لأن الكبار في بعض الاحيان يظنون أن مكانتهم فوق غيرهم من العمال أو حديثي العهد.
المكانة الاجتماعية:
هي الدرجة التي يحصل عليها الفرد باعتباره عضواً في المجتمع وعضواً في جماعة العمل وبناءاً عليه يتم تكوين تنظيمات وجماعات غير رسمية.
:الشللية والنخبوية
الشلة :هي عبارة عن مجموعة يتراوح عددها من 8 إلى 9 أفراد متفقين بالآراء والأفكار وغالباً ما يكون لهم زعيم وتثمل الشلة وجهاً آخر للعلاقة ودعم الأفكار المتبادلة التي لا تحتكم إلى الخطأ والصواب بل يقود احتكامها إلى الانتماء إلى الشلة.
والشللية تقوم على المعارف والأصدقاء فتقوم مجموعة من الأفراد بتأسيس شلة خاصة بهم وتكون لهم أفكار وآراء معينة, ويكون هدفهم الوحيد في غالب الأحيان نقد أعمال الغير وإحباطهم.
وتصبح القرارات في المؤسسة مبنية على المصالح المتبادلة وتسود نوع من الحرب الباردة تكون على الاختصاصات والمزايا والمواقع وغيرها. وبالتالي يختفي العمل الجماعي في المؤسسة والعلاقة التكاملية بين الإدارة والعاملين. وهذه البيئة لن تكون مشجعة على الإبداع والانتماء ويتحول المبدع إلى محبط والمبادرة إلى سلبية والحماس إلى اللامبالاة.
النخبوية :هي مرحلة متقدمة من الشللية, حيث تكون الشلة أنانية, ثائرة, واستعلائية وترى أنها الأقدر على قيادة جميع أفراد المؤسسسة والتعبير عن مصالحهم وأنها الوحيدة المهيأة لتحقيق أهداف الموظفين ورغباتهم.
ومن فوائد النخبوية أنها تحد من تكوين تيارات معارضة لنظام المؤسسة وتحث على التنوع والابداع ولو لفترة قصيرة, لأن ذلك يلبي اهدافها المستقبلية ولكن بنفس الوقت ممكن ان تحد من حرية الأفراد وخاصة الغير منتمين إليها وتفرض ارائها ونظامها على الجميع.Functions of Informal in
Formal Organizations
qCommunication (which is largely informal)
qCreates cohesiveness and integration
qFacilitates in creating “social” conditions that encourage willingness to work, by adding social motives
qCreates a feeling of independence as informal interactions are not governed by formal rules and authority
qProtects individual personality and character against negative (or corrupt) organizational influences
qInformal organizations play a significant role in the development of an organizational culture, that is the aggregate of the values, norms and attitudes of its people
Conceptual Application and Related Themes
A public administrator should understand and harness the social forces in the organization to the advantage of the system
To shape and guide values in the system, utilizing informal organizational concepts
Can fight against corrupt practices by encouraging developing positive informal organizations
Systems theory – recognizing the influence of components on each other, on the system and vice versaReinforced by research in social-psychology and sociologyRecognition in modern organizational theory, of the relatively informal roles of champions and agents for changefor significant organizational purposes
Examples
Six senior most supreme court judges refused to take oath under LFO. All were “sacked”. The informal organization protected their individual morality from the corrupt influences of the formal system.Organizational workers in Australia as a protest vowed to strictly “go by the book”, paralysing business activity – signifies the role of informal behaviour for organizational well being, even in routine formal matters.Informal cooperation in govt. institutions among corrupt public servants, protecting both individual and group interestsThe institution of prophethood, initially emerges as an informal organization within a social structure. After substantial growth, the institution becomes complex, and thus becomes formalized, thereby creating several other formal organizations and institutions - e.g. mosque, madrissa, shariah, fiqha, salat, zakat etc.